MGMT90140 Management Competencies
The Complete Study & Assessment Guide · S2 2026MGMT90140 Overview
- Faculty of Business and Economics
- Semester 2, 2026
- Postgraduate coursework
- Graduate management subject
MGMT90140 Management Competencies develops self-awareness, relationships, influence, communication, motivation, creativity, collaboration, conflict and career growth. It is taught within Faculty of Business and Economics. It is Postgraduate coursework.
- MGMT90140 grading Mission statement 5% · Competence assessment 20% · Team case 30% · Feedback 5% · Reflection 40%
- MGMT90140 development cycle Use self-assessment, observer feedback, deliberate practice and later performance evidence together.
- MGMT90140 reflection test A completed activity is not proof of competence development without changed behaviour or feedback.
- MGMT90140 rule check Confirm all current component-level pass requirements in the live LMS.
How MGMT90140 is assessed
| Component | Weight | Format |
|---|---|---|
| Personal mission statement exercise | 5% | Individual developmental exercise |
| Competence assessment | 20% | Individual self- and observer-assessment task |
| Team business case report | 30% | Team report and video presentation |
| Feedback-giving exercise | 5% | Team feedback on another presentation |
| Critical reflection | 40% | Individual reflection on competence development |
The current Subject Guide publishes five weighted components totalling the full grade. Live LMS instructions and rubrics control their operation.
What MGMT90140 covers
The sequence opens at Self-Awareness and Competence Evidence, develops its central analytical shift in Persuasion and Influence, and closes with Conflict, Change and Career Growth.
Self-Awareness and Competence Evidence
Self-Awareness · Competence · Multi-Source Feedback · compare self-perception with observer evidence to select a development focus02Self-Improvement and Deliberate Development
Development Goal · Deliberate Practice · Feedback Loop · turn a broad intention into a feasible practice and review cycle03Professional Relationships and Networks
Professional Relationship · Network Tie · Reciprocity · map relationship quality and network structure before choosing how to seek or offer support04Power and Organisational Politics
Power · Dependence · Organisational Politics · diagnose power through resources and dependence before judging political behaviour05Communication and Feedback
Communication Channel · Active Listening · Developmental Feedback · match message, channel and listening behaviour to a feedback purpose06Persuasion and Influence
Persuasion · Influence Tactic · Audience Evidence · design an influence attempt around the audiences evidence and decision conditions07Motivation and Goal Direction
Motivation · Goal Commitment · Self-Regulation · connect personally meaningful goals to sustained and adjustable action08Creative Problem Solving
Problem Framing · Idea Generation · Selection Criterion · separate problem framing, divergent generation and convergent evaluation09Collaboration and Team Case Work
Collaboration · Task Interdependence · Team Coordination · design team work around interdependence, contribution and integration10Conflict, Change and Career Growth
Conflict Management · Change Adaptability · Career Self-Management · integrate conflict, change and career evidence into a continuing development planIt is positioned as Graduate management subject.
The subject uses repeated self-assessment, feedback, team application and reflection so competence development is treated as an evidence cycle rather than a personality label.
Assessment in MGMT90140 is distributed as follows: Personal mission statement exercise 5%; competence assessment 20%; team business case report 30%; feedback-giving exercise 5%; critical reflection 40%.
The operational assessment conditions matter here.
Use the live LMS for each exercise, report, presentation and reflection brief and for any additional examination or operating condition; this guide does not infer an absence from the published task list.
What makes MGMT90140 demanding is concrete: Students must convert self-knowledge and feedback into feasible development experiments, then use later evidence to evaluate change without treating activity, intention or one observers view as proof of competence.
Hurdle status must be confirmed in the live LMS before relying on the aggregate mark.
For enrolment planning, Confirm current prerequisite and enrolment rules in the University of Melbourne Handbook or live enrolment system.
The sequence opens at Self-Awareness and Competence Evidence, develops its central analytical shift in Persuasion and Influence, and closes with Conflict, Change and Career Growth.
Integrated practice: resolve the changed evidence
- 3Fix the case-specific meaning and evidential scale of Collaboration.
- 2Show the operation or inferential link carried by Task Interdependence.
- 2Use Team Coordination to test the strongest plausible alternative.
- 2Report the answer within this limit: Dividing a report into isolated sections is not collaboration when evidence and recommendations are never integrated.
Key terms
- Self-Awareness
- Accurate attention to ones motives, behaviour, impact, strengths and limitations within a particular context.
- Competence
- A demonstrable capacity to perform a meaningful activity effectively under relevant conditions.
- Multi-Source Feedback
- Information about behaviour or capability gathered from the focal person and other observers with different perspectives.
- Development Goal
- A chosen and bounded capability outcome that directs effort and defines what improvement would look like.
- Deliberate Practice
- Repeated, effortful practice targeted at a specific weakness with timely information about performance.
- Feedback Loop
- A cycle in which action produces evidence, evidence changes understanding and the next action is adjusted.
- Professional Relationship
- A work-related connection sustained through trust, communication, mutual knowledge and dependable interaction.
- Network Tie
- A connection between actors through which information, support, opportunity or influence may travel.
- Reciprocity
- A pattern of mutual exchange in which support or value is returned across a relationship over time.
- Power
- The capacity to influence another actors choices, access, behaviour or outcomes.
- Dependence
- A condition in which an actor needs resources, approval or cooperation controlled by another actor.
- Organisational Politics
- Informal activity through which people pursue interests and influence decisions under ambiguity or competing priorities.
MGMT90140 FAQ
Where is the hardest reasoning in Management Competencies?
Students must convert self-knowledge and feedback into feasible development experiments, then use later evidence to evaluate change without treating activity, intention or one observers view as proof of competence.
How does assessment work in Management Competencies?
Personal mission statement exercise 5%; competence assessment 20%; team business case report 30%; feedback-giving exercise 5%; critical reflection 40%. Use the live LMS for each exercise, report, presentation and reflection brief and for any additional examination or operating condition; this guide does not infer an absence from the published task list.
What form does the final assessed task take in Management Competencies?
Use the live LMS for each exercise, report, presentation and reflection brief and for any additional examination or operating condition; this guide does not infer an absence from the published task list.
Which pass conditions apply in Management Competencies?
Hurdle status must be confirmed in the live LMS before relying on the aggregate mark. Personal mission statement exercise 5%; competence assessment 20%; team business case report 30%; feedback-giving exercise 5%; critical reflection 40%.
Which teaching period does this Management Competencies resource cover?
It is aligned to Semester 2, 2026; confirm your enrolled class and timetable in the current institutional system. MGMT90140 Management Competencies develops self-awareness, relationships, influence, communication, motivation, creativity, collaboration, conflict and career growth.
Who controls the official rules for Management Competencies?
The university does. This is an independent MGMT90140 study resource; current institutional instructions remain authoritative for assessment operation. MGMT90140 Management Competencies develops self-awareness, relationships, influence, communication, motivation, creativity, collaboration, conflict and career growth.
How to prepare for the assessments
Run small development experiments, capture behaviour and feedback, compare the result with the intended competence, and use the critical reflection to revise the next action.
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